1. Chapter 6 Nelson & Quick Learning and Performance Management Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved.

2. Definition of Learning Learning - a change in behavior acquired through experience

3. Conditioning Classical Conditioning - Modifying behavior so that a conditioned stimulus is paired with an unconditioned stimulus and elicits an unconditioned response Operant Conditioning - Modifying behavior through the use of positive or negative consequences following specific behaviors

4. Positive & Negative Consequences Positive Consequences Results of a behavior that a person finds attractive or pleasurable Negative Consequences Results of a behavior that a person finds unattractive or aversive

5. Reinforcement, Punishment & Extinction Reinforcement - the attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences Punishment - the attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences Extinction - the attempt to weaken a behavior by attaching no consequences to it

6. Reinforcement & Punishment Strategies

7. 4 Sources of Self-Efficacy Self-Efficacy - an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively Prior Experiences Persuasion from Others Assessment of Current Physical & Emotional Capabilities Behavior Models

8. Personality Functions & Learning Source: O. Kroeger and J. M. Thuesen, Type Talk: The 16 Personality that Determine How We Live, Love, and Work (New York: Dell Publishing Co., 1988.)

9. Goal Setting at Work Goal Setting - the process of establishing desired results that guide and direct behavior Goals help crystallize the sense of purpose and mission essential to success at work.

10. Characteristics of Effective Goals Specific Measurable Attainable Realistic Time-Bound SMART EffectiveGoals

11. Goal Level and Task Performance Low High High Low Easy goals Difficult goals Task Performance Goal Level

12. Goal Setting Functions Increase work motivation and task performance Reduce role stress associated with conflicting or confusing situations Improve accuracy and validity of performance evaluation

13. Increase Work Motivation & Task Performance  Employee participation  Supervisory commitment  Useful performance feedback

14. Reduce Role Stress Reduce role stress associated with conflicting and confusing expectations Clarify task–role expectations communicated to employees Improve communication between managers and employees

15. Improve Performance Evaluation  Management by Objectives (MBO) - a goal- setting program based on interaction and negotiation between employees and managers what Articulates what to do how Determines how to do it

16. How is Performance Measured? Performance appraisal - the evaluation of a person’s performance Provides feedback to employees Identifies employees’ developmental needs Decides promotions and rewards Decides demotions and terminations Develops information about the organization’s selection and placement decisions

17. Actual & Measured Performance Actual Performance Measured Performance True Assessment

18. Actual & Measured Performance Actual Performance Measured Performance True Assessment Deficiency Performance overlooked by evaluator Unreliabilit y Evaluator’s situational factors Disagreement Employee’s temporary personal factors Poorly defined task performance Invalidity

19. Communicating Performance Feedback  Refer to specific verbatim statements & observable behaviors  Focus on changeable behaviors  Both supervisor & employee should plan & organize before the session  Begin with something positive  Self-evaluations more satisfying and can improve job performance less defensiveness but low level agreement with supervisor evaluation

20. Effective Appraisal Systems Functions Develop people & enhance careers Emphasize individual growth needs & future performance Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness

21. Individual or Team Rewards? Individual rewards foster independent behavior may lead to creative thinking and novel solutions encourage competitive striving within a work team Team rewards emphasize cooperation and joint efforts emphasize sharing information, knowledge, and expertise

22. Correcting Poor Performance If personal, determine problem’s sourceDevelop corrective plan of actionIdentify primary cause or responsibility

23. Attribution in Organizations Attribution Theory - explains how individuals pinpoint the causes of their own and others behavior Consensus - the extent to which peers in the same situation behave the same way Distinctiveness - degree to which the person behaves the same way in other situations Consistency - the frequency of a particular behavior over time

24. Information Cues & Attributions

26. Attribution Model Observation of poor performance Attribution of poor performance Internal causes External causes Information cues Consensus Consistency Distinctiveness Behavior in response to attribution Perceived source of responsibility

27. Mentoring Mentoring - a work relationship that encourages development and career enhancement for people moving through the career cycle Four phases initiation cultivation separation redefinition